You’ve got a good idea. Maybe it’s a new software system to help automate time-consuming manual processes. Maybe you saw a complicated problem and figured out a solution. Or a new initiative aimed at improving current processes. It’s going to help many people across multiple divisions. Implementing it could make a crucial difference for your company and will make every impacted person’s life easier. You talk to your boss and she gives you the go-ahead. You are excited. You spend extra time at the office researching and planning. You do all the work. You create a power point deck to present to the stake holders. You put a meeting on the calendar and invite all the right people. Your research is solid. Your presentation is kick-ass. This is a high-visibility project that could even catapult your career. You can’t wait to blow the socks off everyone.
On the day of the meeting, you present it to the group. But you don’t get the response you were expecting. Instead you get confounding questions and some inane comments in return. The guy in operations who’s group would likely benefit the most, points out a small obscure flaw in your idea and unnecessarily makes it a huge issue. You try to explain that the roadblock he pointed out is minor and can be resolved. But at this point, no one is listening. Before you know, your idea is dead, shot down. You can’t believe it. This was supposed to be a no-brainer. You leave the meeting feeling frustrated at the lack of support.
You failed to get the buy-in.
The concept of a buy-in is little understood in the lower ranks of the corporate hierarchy, but it is one of the most effective tools used by those at the top.
The idea of a buy-in is simple. It’s the execution that requires a lot of work on your part.
Wikipedia sums it up the best | “In management and decision making, buy-in signifies the commitment of interested or affected parties to a decision. The goal is to get the stakeholders to ‘buy into’ the decision, that is, to agree (in advance) to give it support , often by having been involved in its formulation.
So what does this mean?
It means you need to get everyone’s involvement and support before you walk into the conference room. Before “officially” presenting an idea in front of many people in a public setting, you need to meet with each person “unofficially”. In this unofficial meeting, take the persons through your idea and your presentation and ask for candid feedback. By discussing it with them privately, you give each person the time to absorb your idea. In addition, you give them an opportunity to privately voice their concerns and opposition and thus, give you time to tweak your plans and presentation. Many follow up meetings may be needed to get their buy in. But in the end, you will have secured support before you even step into the meeting. In a best case, they may even contribute to making your idea better.
DO NOT schedule the official meeting until you have every person’s input and support for your idea.
Listen. Unfortunately, it’s human nature to be self-serving and envious of others. No one, especially those who think you are competing against them at the workplace, wants to see you succeed if they can’t enjoy the same success or be a part of your success. They definitely don’t want to see you come up with great ideas and get a ton of recognition while they sit on their asses doing nothing.
Majority of the time, it’s not even on purpose. Much of human behavior is driven by the subconscious. Your idea may result in a change to the status-quo and many people don’t like change. Usually, in people’s mind, there is a belief system in place about how things should work. Not only are you challenging that belief, you’re telling them that it’s wrong and it needs to change. This makes them uncomfortable. So, it doesn’t matter how great your idea is. It doesn’t even matter if it’s in their best interest. They’re going to find a hole and shoot it down because a) there’s no way you should be getting ahead and b) it’s not aligned with their belief system.
And there’s your ticket. “It’s not aligned with their belief system.” You can work on that.
How? By winning hearts and minds. By gently nudging their belief system to align with yours. Get the idea in front of them beforehand and actively ask for their input. Another subconscious aspect of human nature is advice giving. People LOVE giving advice and opinions. It’s an instant ego booster. By asking for their opinions, you’re making them feel important and getting them to connect with your project at an emotional level [subconsciously]. And honestly, you may actually benefit from their input. As you go through and incorporate everyone’s ideas and even figure out how to address the comments and challenges from the naysayers, you can ensure that you get everyone’s buy-in before you even enter that conference room.
You do this and your success is guaranteed.